Organizational culture isn’t what leaders say—it’s what people experience every day based on management behaviors, systems, and priorities. This archive brings together blog posts, podcasts, and reflections on culture through a Lean lens, exploring how leadership decisions shape trust, psychological safety, learning, and performance. Many of these posts draw on lessons from Deming, Toyota, healthcare, and real organizations to show that culture is not a program to roll out, but an outcome leaders create—intentionally or not.
I’ve always believed that culture isn’t just one component of success–it’s the foundation everything else is built upon. That belief is central to my own book, The Mistakes That Make Us, and it’s something I speak about frequently with clients,…
tl;dr Lean doesn’t work without psychological safety. Toyota understands that continuous improvement depends on people feeling safe to speak up about problems, mistakes, and concerns–and believing they’ll be taken seriously. Leaders can’t demand this kind of safety; they create it…
Former Toyota leader Mark Reich explains why Hoshin Kanri is not a top-down planning exercise, but a leadership system for aligning strategy, developing people, and managing on purpose through dialogue, PDCA, and shared ownership. Scroll down for how to subscribe,…
One of the most important, and most misunderstood, principles in Lean thinking is this: Lean is not a cost-cutting strategy. Lean is a people-development strategy. If your organization is using Lean as a tool to justify layoffs, you’re not practicing…
Why Lean Thinking Succeeds in Japan–Not Because of Culture, But Because of Intentional Leadership and Systems One of the most persistent myths I’ve encountered over the years goes something like this: “Well, of course they can do Lean… they’re Japanese.”…
TL;DR: A new poll shows that psychological safety at work is often fragile–nearly half of respondents say it “depends on the boss.” Real improvement requires leaders who respond to mistakes with curiosity, consistency, and follow-through. When someone on your team…
We all say mistakes are a part of learning. Or at least many of us do, as individuals. But how many organizations actually act that way? Too often, people are punished for systemic errors. So, problems get hidden. When problems…
TL;DR: Psychological safety doesn’t mean everyone gets their way–it means everyone gets a voice. When leaders listen, explain decisions, and show respect even in disagreement, trust grows and continuous improvement becomes possible. There’s a phrase I’ve been thinking about a…
Recently, I had the pleasure of moderating a webinar titled “Driving a Culture of Transforming Patient Safety with KaiNexus“ featuring leaders from Our Lady of the Lake Regional Medical Center in Baton Rouge: Lindsey Booty, Dr. Christopher Thomas, and LeaAnn…
Thanks, as always, to Ryan McCormack for this. He always shares so much good reading, listening, and viewing here! Subscribe to get these directly from Ryan via email. News, articles, books, podcasts, and videos about how to make the workplace…
TL;DR: Lean tools don’t fail because people resist change–they fail because people don’t feel safe. Psychological safety is the starting line for continuous improvement. Without it, huddles, Kaizen boards, and PDCA cycles become empty rituals instead of engines for learning.…
What happens when a CEO treats Lean as a growth system instead of a cost-cutting program? In this episode, Bill Canady shares how he combines Lean, daily management, and the 80/20 principle to drive profitable growth, cultural alignment, and sustained…
